Business Development Manager

Banyan Software is the best permanent home for software businesses that serve specialized industries, their employees, and their customers. With a buy-grow-and-hold-for-life approach and a permanent capital base, Banyan acquires and grows companies worldwide, honoring founder legacies and helping portfolio companies modernize through shared AI expertise and operational discipline. Founded in 2016, Banyan operates more than 120 portfolio companies across North and South America, Europe, and APAC, and has appeared on the Inc. 5000 list for six consecutive years. The Banyan Software Foundation, endowed with $100 million in Banyan stock, leverages technology to build a greener and more equitable world.

Business Development Manager- CFS Solutions

Reports to the Chief Executive Officer

Remote (US)

9:00–6:00 Eastern

• Travel: Visits nationwide - up to twice a month for 1-3 days at a time.
• (concentrated Southeast, plus Texas, Minnesota, North Carolina)

• Start ASAP — targeting early November 2026
• Compensation: $95,000 base + uncapped commission

• CFS sells exclusively through resellers — and nobody owns that channel commercially. You will. Our deposit
• automation software runs in 500+ banks and credit unions, reached entirely through 40+ resellers, ISOs, and
• service organizations. The channel produces every dollar of new business, and today it is managed from the CEO’s
• inbox. This seat is not a closing role — our resellers close. It is a relationship and growth role: make every reseller
• in the book sell more, sign the ones we don’t have, and over time open channels we’ve never touched.

The Charter — Grow the Channel

• •Expand through the resellers we have — the fastest path, and year one’s priority. Help each partner land new
• financial institutions and grow terminal counts inside the fleets they already serve — the next ATM at a current
• customer is the cheapest booking CFS makes. You’ll be armed with CFS’s analytical data: terminal-level ROI and
• deposit-growth projections a reseller can put in front of their customer to justify the next machines.
• •Lift the low producers. A specific year-one success: take our lower-producing resellers and build programs that
• incentivize them to sell — each reseller has its own target market (many sell to tier 2 and tier 3 institutions), and
• you’ll get creative inside our pricing structures to package offers that fit the customers they actually call on.
• •Educate and arm the channel. Resellers close; your job is to make them dangerous. Keep every partner current
• on promotions, new features, and positioning; define the collateral and enablement the channel needs. The
• Customer Experience Manager partners with you on communications and collateral, and CFS runs AI-heavy —
• you produce most of what you need with our AI tooling, because there is no marketing department.
• •Add new resellers now; open new channels next. Recruit new partners — regional ATM/ITM service
• organizations and ISOs — from day one. The bigger prize is new channel types: core providers reselling CFS
• inside their ecosystems (Jack Henry, Fiserv, FIS, CSI, Corelation and beyond), data centers, and others.
• Expansion pays year one; channel entry is the year-two trajectory — and each new channel opened is
• commission with no ceiling.
• •The line that keeps this seat clean: audience decides ownership. When the audience is the reseller as a
• business — terms, margins, uplift, programs, recruitment — the meeting is yours. When the audience is an end
• customer — a demo, a training, a presentation, even one a reseller requested — it belongs to the Customer
• Experience team. You sell through the channel; you do not present past it.

Own the Commercial Book — contracts, renewals, and price

• •Own reseller contracts end to end. You are the named commercial owner for every partner: contracts,
• renewals, commercial terms, and every price conversation. Renewals are worked from a forward calendar, not
• discovered at expiry; terms disputes are prevented in the paper, not litigated after.
• •Price from the numbers, steer by the strategy. Renewal timing, uplift, and price positioning are financial
• decisions — you work from the company forecast and P&L and make them like an owner, aligned with where
• the company is headed. You execute the published pricing structure; material deviations from it are cleared
• with the CEO.
• •Run partner business reviews on cadence with growth targets per partner. Support and delivery matters stay
• with support — you own the business of the relationship.

What Will Make You Successful

• •A relationship builder first — not necessarily a career salesperson. Strong candidates come from either side of
• our channel: business development or partner management at an ATM/ITM vendor, ISO, or banking-technology company — or from inside a bank or credit union running ATM deposit operations, where you lived the pain
• points our product solves and can speak to a reseller’s customer with earned credibility. Channel experience
• and fintech experience are each valuable alone; both together is rare.
• •Organized like a project manager: 40+ relationships, each with its own market, program, contract dates, and
• follow-ups — the work is staying on top of all of it and following through on every commitment.
• •Commercially literate beyond the deal: you can read a forecast and a P&L, price to margin rather than to close,
• and defend a renewal position with numbers. Comfortable with meaningful variable comp tied to channel
• production, and with being measured in public — every seat at CFS carries its KPIs on the org chart.
• •Built for a 14-person company: visible, accountable, and agile. You show up — at trade shows, at reseller sites,
• on the road — and everyone can see your work. People who thrive in big-company anonymity struggle here.
• •AI-first working style: CFS runs its operations on AI — research, CRM, reporting, and content are done with
• Claude, not headcount. You should be the kind of operator who drafts the partner deck, the outreach sequence,
• and the QBR prep with AI in the loop daily.

Your First 90 Days to Success

• •Days 1–30: travel with the CEO — who has carried this role personally — for warm introductions to the top 10
• partners, with a growth agenda: where is the next institution in each book, and which current fleets have
• terminal room. Inventory the low producers and the collateral gap.
• •Days 31–60: partner-by-partner growth plans for the top tier; first incentive programs designed for low-
• producing resellers; new-reseller pipeline in motion with first recruitment conversations held.
• •Days 61–90: first new reseller signed or at signature; low-producer programs launched; renewals calendar built;
• business review cadence running.

How the Seat Is Measured

• •New bookings TCV through the channel — Company KPI 4, and the driver of your commission plan.
• •Expansion through existing partners — new institutions landed and terminal-count growth in current fleets —
• and organic recurring revenue growth contribution, Company KPI 2.
• •New resellers signed and producing, and low-producing resellers reactivated.
• •Renewals closed on time and at structure · partner growth plans in execution · business reviews held on
• cadence.

Why Join CFS

• A profitable, PE-backed product with 26 years in market, 500+ live institutions as references, and a channel that
• already produces — with no dedicated commercial owner in its history. You inherit warm relationships, not a cold
• desk: the CEO has run this channel personally and will make the introductions herself. The plan is uncapped, and the
• seat grows with the channel — as new channel types open, this role is positioned to build and lead the BD team that
• manages them.

• CFS is part of the Banyan Software portfolio of 130+ companies, with the internal mobility that
• comes with it.

Diversity, Equity, Inclusion & Equal Employment Opportunity at Banyan: Banyan affirms that inequality is detrimental to our Global Teams, associates, o